smart commute initiative (sci)

Smart Commute Initiative (SCI)Transportation Management Associations (TMAs) and

Employer-based TDM in the Greater Toronto Area and Hamilton

“The old model where people got up in the morning, drove downtown to work and then drove home again at the end of the day just doesn’t work anymore.”

- Hon. Harinder Takhar, 2006

Outline1. TDM - Benefits2. TDM - Opportunities and Challenges3. Background - TDM and SCI4. Partners and Funding5. Objectives6. Success-to-date7. Next Steps

Ryan LanyonProject DirectorApril 28, 2006

TDM – Benefits

Social cost benefits Public cost benefits Business benefits Other benefits

TDM - Social Cost Benefits External costs of auto use

“Without alternatives to highways, congestion is forecast to increase dramatically throughout the [Greater Toronto Area] over the next 20 years.”

Toronto Board of Trade

Costs $US Per Veh-mile

Traffic Services 1.2¢

Fuel Externalities 1.6¢

Roadway Land Value 2.6¢

Traffic Congestion 4.0¢

Environmental Costs 4.0¢

Roadway Costs 4.8¢

Non-residential Parking 12.0¢

Crash Damages 10.0¢+

Land Use Impacts ?

Equity Impacts ?

Total 40.2¢

Source: VTPI

TDM - Public Cost Benefits Capital Costs

Transportation infrastructure Utility infrastructure

Operating Costs Enforcement and collisions in Ontario = $9.1 billion

– Ontario Association of Chiefs of Police, 1998

Health Care Costs From $900 million in 2001 to $5.6 billion by 2021 Ontario Smog - $507 million to $702 million by 2026

TDM - Public Cost BenefitsTDM Benefits

1% reduction in motor vehicle travel = 1.4% to 1.8% reduction in crashes

– Victoria Transportation Policy Institute Fatality/injury risk for transit users is 5% of risk for

auto users (by distance) Increased efficiency of existing infrastructure Improved effectiveness of new investments Address short-term traffic issues (construction) Denver, Colorado – VMT reduced by 74,800 miles/d

TDM - Business Benefits Minimized congestion and delay

$3.0 billion lost to congestion per year by 2021– Equal to 1.3% of regional GDP

Aspen, Colorado – Traffic volumes maintained at 1993 levels

Increased productivity Guardian Life Insurance – 10-20% (Telework) Matsushita Kotobuki – 10% (Alternative Work Hours)

TDM - Business Benefits Better access to labour force Improved employee retention and morale Reduced employee absenteeism

Predictable travel time Dependable means of getting to work $374 million in lost workdays due to smog in 2005

Reduced office space and parking requirements Improved efficiency

TDM - Other Benefits Individual benefits

Access to employment 14% of Canadian household spending 5% to 20% of delivered price of goods Fluctuating gas prices

School benefits Reduced congestion around schools Increased space for expansion More access to students

TDM - Other Benefits Public health benefits

Improved respiratory health Increased physical activity

Environmental benefits Improved air quality and reduced GHG emissions

– TDM = $14 to $66 USD per tonne– Fuel-based options = $148 to $3,500 USD per tonne

Transportation = 50% of individual emissions

TDM - Opportunities and Challenges GTA and Hamilton Baseline Attitudinal Survey

Conducted May 25 to 31, 2005 Telephone survey of 1,000 commuters, 3.1% margin

of error – City of Toronto – 375 samples, 5.1% margin of error– York Region – 125 samples, 8.8% margin of error– Durham Region – 125 samples, 8.8% margin of error– Peel Region – 125 samples, 8.8% margin of error– Halton Region – 125 samples, 8.8% margin of error– City of Hamilton – 125 samples, 8.8% margin of error

TDM - Opportunities and Challenges Public recognition that congestion needs to be

addressed 86% of GTA and Hamilton residents believe

transportation to be an important issue Congestion, delay and gridlock are main issues 80% see transportation as an important part of their

daily lives.

TDM - Opportunities and Challenges Demand management and alternatives to

driving alone are increasingly seen as solutions Commuters are set in their ways concerning mode of

transportation Satisfaction with current mode and lack of options are

main reasons for not switching

TDM - Opportunities and Challenges Those who would switch – ideal mode

35% would drive alone– Durham and Peel residents prefer driving most– 26% - travel time– 22% - convenience– 21% - commuting costs

35% would take transit Why ideal is not used

– 23% - travel time– 19% - costs (parking, etc.)

TDM - Opportunities and Challenges 88% have not heard of Smart Commute 94% have not used services Of those who heard of Smart Commute

88% do not know how to contact 36% believe it’s a great idea

91% have not heard of Commuter Challenge

Background - TDM in the GTAH 1990s

TDM discussed at various levels and local governments in GTAH

Planners begin to look to TDM as part of the solution to traffic and gridlock

1999 City of Toronto and Toronto Board of Trade work

together to take action on congestion and air pollution; form TMA Steering Committee

Background - BCRTMA 2001

Black Creek Regional Transportation Management Association formed

– First TMA in Ontario– Centred around York University– Other members include Bombardier Aerospace, Seneca

College, Knoll (furniture maker) and Toronto and Region Conservation Authority

– Now known as Smart Commute North Toronto, Vaughan

Background - BCRTMA 2002

Black Creek TMA Success– Improved transit service, particularly from suburbs– 10% more York University commuters NOT driving– 3,000 fewer cars each day– 68.37 tonnes of GHG emissions avoided per day; roughly

12,000 tonnes per academic year – $33 million saved by not building two parking garages

Background - Congestion in GTAH Early 2000s

Congestion getting worse in GTA and Hamilton– More than 70% of major highways congested in peak

periods– Off-peak congestion occurring on some highways– 100,000 new residents every year– Gridlock to worsen by up to 45% by 2035– Hamilton-Toronto travel time expected to be over two hours

Background - UTSP Early 2000s

Urban Transportation Showcase Program (UTSP)– Transport Canada funding program– Opportunity for municipalities to test TDM– Local municipalities work together to propose a coordinated

project– Network of transportation management associations

proposed– Political and private sector support– Proposal selected and funding announced in 2003

Background - Smart Commute

2004 Smart Commute Initiative

– Implementation begins– Two-tiered structure: SCA and TMAs– Smart Commute Association staffed in 2005

Partners and Funding Formal Partnership with MOU

Region of York (lead municipality, employer) City of Toronto (host municipality) Region of Peel City of Mississauga Region of Durham Region of Halton City of Hamilton

Partners and Funding Other Government Partners

Town of Markham Town of Richmond Hill Town of Newmarket City of Vaughan City of Brampton Town of Caledon Ontario Ministry of Transportation

Partners and Funding Private Sector Partners

Markham Board of Trade Richmond Hill Chamber of Commerce Mississauga Board of Trade Brampton Board of Trade Toronto Board of Trade (developing) Various employers

Partners and Funding Funding

$7.9 million project Up to $2.5 million cash from UTSP $1.36 million cash from municipalities $1.57 million in-kind from municipalities $2.52 million cash and in-kind from employers, other

grants or funding, other partners

Objectives Six major activities

Smart Commute Association Monitoring, Evaluation and Reporting Marketing and Outreach Ridematching Service (Carpool Zone) Emergency Ride Home program 10 TMAS

– TMA = Group of employers working together to address transportation issues in a geographic area or industry sector

Objectives 10 TMAs across GTAH Municipal leadership Smart Commute

Association legacy Reduce congestion Reduce GHG

emissions Improve air quality

Objectives GTAH-wide ridematching service Emergency Ride Home program Contact 2,000 employers (200 per TMA) Market contact of 10% of commuters 3% drop in SOV modal share and vkt Approx. 150,000 tonnes of GHG avoided per

year by 2010

Success-to-date - TMAs Smart Commute Initiative announced in

June 2005 TMAs offering services:

Smart Commute North Toronto, Vaughan Smart Commute 404-7 (Markham, Richmond Hill)

TMAs launched and recruiting: Smart Commute Mississauga

Success-to-date - TMAs TMAs about to launch:

Smart Commute Brampton-Caledon Smart Commute Northeast Toronto

TMAs in development: Smart Commute Toronto Smart Commute Newmarket, Aurora Smart Commute Halton Smart Commute Hamilton Smart Commute Durham

Success-to-date - TMAs TMAs and Board of Trades

Smart Commute 404-7– Markham Board of Trade– Richmond Hill Chamber of Commerce

Smart Commute Mississauga– Mississauga Board of Trade

Smart Commute Brampton-Caledon– Brampton Board of Trade (in discussion)– Caledon Chamber of Commerce (in discussion)

Smart Commute Hamilton– Hamilton Chamber of Commerce (in discussion)

Success-to-date - TMAs

Municipalities Leading by Example Smart Commute Programs

– City of Toronto (NYCC)– Region of Peel– Town of Markham– Town of Richmond Hill

Success-to-date - TMAs

Municipalities Leading by Example Smart Commute Programs to be Launched

– Region of Halton– Region of York– Town of Newmarket

Program Planning Underway– Region of Durham– City of Hamilton– City of Mississauga

Success-to-date - SCA

Smart Commute Association Hub of research and development Media launch Integration into community Synergies with other NGOs Partnership development

Success-to-date - Tools & Services TMA Toolkit

TMA Feasibility and Planning Study Template– Standard approach– Context– Transportation Issues and Goals– Stakeholders– Existing Conditions and Travel Patterns– Existing Alternatives– Preliminary Planning– Available online at www.smartcommute.ca


Branding Tools and Standards Manual– Standard approach– Adoption of existing wordmark– Customized ‘subbrands’– Development of brand standards– Powerpoint presentation– Brochure, kitfolder, posterframe, certificate– Letterhead, fax cover, invoice, business card – Display booth and website


Recruitment Strategy– Recruitment guide (in progress)– Sales training workshop– Recruitment package– Template MOU

Business Case– Available online at www.smartcommute.ca


Baseline Tools– Employee commuting survey– Methodology and analysis guide– Site assessment– Vehicle and occupancy count– Employer Smart Commute Plan guide and artwork– Online survey capabilities with Survey Monkey– Available online at www.smartcommute.ca


Emergency Ride Home– Program Guide

– Guidelines– Marketing and education– Taxi contracts; No rental car arrangement

– Tracking database– Brochure artwork– Available online at www.smartcommute.ca

Success-to-date - Tools & Services Carpool Zone

Launched November 24, 2005 at City of Toronto– Councillor Adam Giambrone for Mayor David Miller– Toronto Board of Trade President and CEO

1600 users (and growing) 76 carpools (68-77% active) 5 employer subgroups

Early Results - Carpool Zone

Carpool Zone More than 30 media hits (TV, Radio, Print, Web) 15.5 tonnes of GHG emissions avoided to date 67,154.2 vkt reduced Added Peterborough and Region of Waterloo

Success-to-date - Tools & Services

TMA Toolkit Commuter Challenge

– June 4-10, 2006 Web site

– www.smartcommute.ca Incentives and Promotions Reporting templates

– June, October and March

Success-to-date - Tools & Services TMA Toolkit - Upcoming

Carpooling (supporting elements) Transit Telework Cycling and walking Alternative work arrangements Shuttles Vanpooling

– Feasibility study for GTA and Hamilton

Success-to-date - Results Employers

2500+ employers reached 142,000+ employees represented Partnerships and memberships in negotiation

Success-to-date - Results

Market Contact 37.5 million media impressions

– Reached entire population approximately six times– Coverage to be posted at www.smartcommute.ca


Events Smart Commute Association

– ACT Canada workshop for GTAH with Markham Deputy Mayor and various stakeholders

– Launch of HOV lanes with Ministry of Transportation Smart Commute 404-7

– Luncheon with Ontario Minister of Transportation Smart Commute Mississauga

– Launch of TMA with Mayor, Minister, staff


Events Smart Commute Brampton-Caledon

– Launch of internal program for Region of Peel Smart Commute Toronto

– Launch of internal program for North York Civic Centre Displays and outreach at various community

events

Next Steps TMAs

Continue development Continue recruiting Baseline surveys Service delivery

SCA Continue operations Develop new tools and services Future planning

Next Steps

“Experience in both the [Greater Golden Horseshoe] and other metropolitan regions shows that adding lanes to solve traffic congestion is like loosening one’s belt to deal with obesity, since traffic quickly fills up any new road space built.”

- Conference Board of Canada, 2005

Questions?Ryan Lanyon

Project DirectorSmart Commute Association

[email protected]

smart commute initiative (sci)

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